Reach, Revenue, Relationships -Guided Self-Assessment

For each statement, circle a score from 1 (not true at all) to 5 (strongly true). Answer as your organization operates today, not how you intend it to operate.

Reach

Indicator	1	2	3	4	5
Leadership can articulate our core story in one sentence, consistently, without notes	○	○	○	○	○
Our inquiry/prospect pipeline has grown or held steady over the last 3 years	○	○	○	○	○
We earn unpaid media/press coverage at least quarterly	○	○	○	○	○
Our alumni/community engagement metrics are tracked and reviewed by leadership	○	○	○	○	○
We know which audiences don't yet know we exist, and have a plan to reach them	○	○	○	○	○
Our digital presence (web, social) is current and reflects our actual work	○	○	○	○	○
We benchmark our visibility against comparable institutions/peers	○	○	○	○	○
Marketing/communications has a seat in strategic planning conversations	○	○	○	○	○
We can name our three most effective channels for reaching new audiences	○	○	○	○	○
Leadership's public calendar (speaking, community presence) is deliberate, not accidental	○	○	○	○	○

Reach total: _______ / 50

Revenue

Indicator	1	2	3	4	5
We have more than one revenue source contributing meaningfully to the budget	○	○	○	○	○
No single funder/donor represents more than 20% of annual revenue	○	○	○	○	○
Our fundraising pipeline is documented, not held in one person's head	○	○	○	○	○
We track gifts pledged vs. gifts collected, and the gap is small and explained	○	○	○	○	○
Our budget is built on realistic pipeline data, not hope	○	○	○	○	○
We have a multi-year view of revenue trends, not just this year's total	○	○	○	○	○
Earned revenue (tuition, program fees, fee-for-service) is understood and optimized	○	○	○	○	○
We know our cost to raise a dollar, and it's improving or stable	○	○	○	○	○
Major gift officers/fundraisers carry a realistic, well-managed portfolio size	○	○	○	○	○
We could survive the loss of our single largest funder without a crisis	○	○	○	○	○

Revenue total: _______ / 50

Relationships

Indicator	1	2	3	4	5
Every top-20 donor/funder has a named relationship owner other than the CEO/ED	○	○	○	○	○
Board members can name and personally reach at least one major donor	○	○	○	○	○
We have a documented stewardship touchpoint cadence, not ad hoc outreach	○	○	○	○	○
Staff turnover in donor-facing/advancement roles is low and stable	○	○	○	○	○
Donor relationships are institutionalized (in a CRM), not held in someone's memory	○	○	○	○	○
We proactively check in with top stakeholders outside of ask cycles	○	○	○	○	○
Our board is engaged beyond meeting attendance — advocacy, introductions, asks	○	○	○	○	○
We have a plan for relationship continuity when a key staff member leaves	○	○	○	○	○
Community/partner organizations would describe us as responsive and present	○	○	○	○	○
Leadership personally invests calendar time in relationship-building, not just closing	○	○	○	○	○

Relationships total: _______ / 50

Scoring guide

40–50: Strength — protect this currency, don't let attention drift elsewhere entirely.

25–39: Caution — early drift; addressable with focused attention this quarter.

Below 25: Crisis-in-waiting — this is very likely your weakest currency and today's target for the 90-day plan.

My weakest currency (lowest total) is:  ☐ Reach   ☐ Revenue   ☐ Relationships